A Quote by John Mackey
Your typical business just measures the metrics that have to do with the profitability of the business one way or another. But you can have metrics that measure employee happiness and the morale. You can also do direct customer surveys; you can track it over time. You can do supplier satisfaction scores as well.
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Of course if you are launching a new business you can thinking about revenues, profits, and so on, but metrics such as customer satisfaction or employee retention might be meaningful if you are focusing more internally.
Too often we measure everything and understand nothing. The three most important things you need to measure in a business are customer satisfaction, employee satisfaction, and cash flow. If you’re growing customer satisfaction, your global market share is sure to grow, too. Employee satisfaction gets you productivity, quality, pride, and creativity. And cash flow is the pulse—the key vital sign of a company.
Without doubt, there are lots of ways to measure the pulse of a business. But if you have employee engagement, customer satisfaction, and cash flow right, you can be sure your company is healthy and on the way to winning.
If I had to run a company on three measures, those measures would be customer satisfaction, employee satisfaction and cash flow.
Without the right marketing metrics, you are shooting in the dark. The only way to know if things are working for you or not is those metrics.
One of the most important tasks as a leader in a startup is to pick the right metric to track. This is often referred to as the 'compass metric' because it will be your compass for growth. It's important to note that 'compass metrics' will likely change over the lifetime of a business.
I think I've done a good job in the industry from the standpoint of employee morale and customer satisfaction, and as an innovative thinker in tech.
Build an environment that empowers your team to take risks. Set metrics for what needs to be achieved and measure against them to track progress along the way. If targets aren't being met, challenge your team to reassess and come back with a new strategy. And create a culture where people are awarded for challenging the status quo.
People are not good at expressing their frustration. The best way to listen to the customer is through metrics.
A motivated employee treats the customer well. The customer is happy, so they keep coming back. It's not one of the enduring green mysteries of all time; it is just the way it works.
The most important metrics are did we execute the way in which we said we would, and did we deliver the value to the business that we had promised?
A Health Affairs study comparing patient-satisfaction scores with HCAHPS surveys of almost 100,000 nurses showed that a better nurse work environment was associated with higher scores on every patient-satisfaction survey question.
The business part of it can be very vexing. You always have to keep certain metrics and everything. Because all I can do is make a good show.
I know a few CEOs who delegate the understanding of their financials and their business metrics to the CFO, and then stop worrying about all that 'numbers stuff.' Don't do that. You have to know your numbers inside and out - they are your life blood.
If the employees come first, then they're happy. A motivated employee treats the customer well. The customer is happy so they keep coming back, which pleases the shareholders. It's not one of the enduring green mysteries of all time, it is just the way it works.
When I moved into management, it was all about managing people and keeping them motivated - I didn't use sales metrics to drive my business. Now, everything comes from the numbers.
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